Research-CRM and Customer Loyalty

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How Does Customer Relationship Management (CRM) Contribute to Increased
Customer Loyalty? A Case Study of Multichoice Nigeria.
Research Conducted By:
Student ID:

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TABLE OF CONTENTS
Abstract………………………………………………………………………………….…………… 4
Chapter One……………………………………………………………………..………..………… 5
1.1 Background of Study…………………………………………..……………………….. 5
1.1.1 Case Study Overview: Multichoice Nigeria……………………………………….. 7
1.1.2 Justification for the Research………………………………….……………………… 8
1.2 Research Aim……………………………………………………….……………………. 8
1.3 Research Questions……………………………………………….……………………. 8
1.4 Research Objectives…………………………………………………………………… 8
1.5 Scope & Limitations of the Research…………………………….…………………. 9
1.6 Structure of the Research………………………………………….………………….. 9
Chapter Two: Review of Literature…………………………….……………...………….…….. 11
2.1 Customer Relationship Management: Definition……………….………………… 11
2.1.1 Benefits of Customer Relationship Management………………………………… 12
2.1.2 Customer Relationship Management & Service Quality……………………….. 13
2.2.1 Drivers of Customer Relationship Management…………………………………. 15
2.2.2 Customer Relationship Management & Customer Loyalty……….……………. 18
2.2.3 Drivers of Customer Loyalty…………………………………………………………... 19
2.3 Relationship Marketing……………………………………………………….………... 20
2.4 Role of Technology in Customer Relationship Management…………….……. 22
2.4.1 Customer Touch Points………………………………………………………….…….. 24
2.5 Conceptual Framework for the Research………………………………………… 24
Chapter Three: Research Methodology……………………………………………………… 26
3.1 Research Philosophy…………………………………………….……………………... 26
3.2 Research Approach……………………………………………….…………………… 26
3.3 Research Design………………………………………………………………………... 27
3.4 Data Collection Methods………………………………………….………………….. 28
3.4.1 Primary Data………………………………………………………….………………….. 28
3.4.2 Secondary Data……………………………………………………….………………... 29
3.4.3 Data Analysis…………………………………………………………….………………. 30
3.5 Sampling Considerations……………………………………………….……………... 30
3.6 Validity, Reliability & Generalizability………………………………….……………. 31
3.7 Limitations of the Research…………………………………………….…………….. 31
3.8 Ethical Considerations…………………………………………………….…………… 32
Chapter Four: Analysis & Interpretation of Data…………….…………………………….... 33
4.1 Introduction………………………………………………………………….……….….. 33
4.2 Presentation & Analysis of Feedback from the Interviews…………………..…. 33
4.2.1 Multichoice Nigeria’s Approach to CRM…………………………………….….… 33
4.2.2 Delivering Value to Customers during Service Delivery…………………….….. 34

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4.2.3 Developing & Sustaining Relationships with Customers……………………..….. 35
4.2.4 Measuring the Effectiveness of CRM…………………………………………..….… 36
4.2.5 CRM Approaches and Customer Loyalty……………………………….…………. 36
4.3 Analysis of Responses to the Questionnaire……………………………………….. 37
4.3.1 Gender Profile of the Respondents………..……………………………………..…. 37
4.3.2 Nature of Account Maintained by the Respondents………………………….… 38
4.3.3 Satisfaction with Service Delivery Levels by Multichoice Nigeria…………….. 39
4.3.4 Multichoice’s Relationship with its Customers………………………………….…. 40
4.3.5 Multichoice Employees & Satisfying Customer’s Needs………………………... 41
4.3.6 Perceptions about Multichoice’s Customer Touchpoints…………………….... 43
4.3.7 Provision of Personalized Services to Customers…………………………...….… 44
4.3.8 Satisfaction with Multichoice’s Self-Service Payment Systems…………...…... 45
4.3.9 Loyalty of Multichoice Nigeria’s Subscribers………………………………....….... 47
4.3.10 Pricing & Customer Loyalty………………………………………………………….... 48
Chapter Five: Discussion of Results…………………………………………………….……… 50
5.1 Introduction…………………………………………………………………….………… 50
5.2.1 Approach to CRM in Multichoice Nigeria……………………………….………… 50
5.2.2 Delivering Value to Customers……………………………………………….……… 51
5.2.3 Approach to Developing & Sustaining Relationships with Customers………. 51
5.2.4 Measuring CRM Effectiveness……………………………………………………….. 52
5.3 Discussion of Results from Analysis of Questionnaires……………………….…... 52
5.3.1 Satisfaction with Multichoice’s Services…………………………………………… 53
5.3.2 Relationship between Multichoice & Its Customers……………….……………. 53
5.3.3 Provision of Personalized Services to Customers………………………………… 54
5.3.4 Loyalty of Multichoice Subscribers…………………………………………………. 54
5.4 Summary………………………………………………………………………………… 55
Chapter Six: Conclusions & Recommendations………………………………...…………. 58
6.1 Introduction…………………………………………………………………..………….. 58
6.2 Conclusion…………………………………………………………………..…………… 58
6.2.1 Relationship between CRM & Customer Loyalty……………………..……….…. 58
6.2.2 CRM Approaches of Multichoice Nigeria…………………………….…………... 59
6.3 Recommendations………………………………………………………….……….… 60
6.4 Directions for Further Research………………………………………………….….. 61
References………………………………………………………………………………………… 64
Annex A: Interview Guide………………………………………………………….…………… 70
Annex B: Sample Questionnaire…………………………………………………..…………… 71
Annex C: Full Transcript of Interviews……………………………………………….………… 72

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Abstract
This research examined how customer relationship management (CRM) leads to
customer loyalty. In exploring the relationship between CRM and customer loyalty, the
following issues were discussed: drivers of customer loyalty; role of IT in CRM; customer
touch points; service quality; and interaction management.
The case study design was used to examine how CRM leads to customer loyalty.
Multichoice Nigeria –a pay-TV provider- formed the case study for this research.
Interviews were conducted with selected employees of Multichoice Nigeria with a view
to understanding the company’s unique CRM methodology. The interviews also helped
in understanding the tools used by Multichoice to build and maintain the relationship it
has with its customers. Furthermore, the interviews provided useful insights into how
Multichoice measures the effectiveness of its CRM initiatives. In addition to interviews,
surveys were distributed to some subscribers of Multichoice Nigeria. Results from the
surveys offered useful insights as to customers’ perceptions of service delivery in
Multichoice Nigeria.
Findings from the interviews revealed that delivering on the promised value proposition
to customers is central to Multichoice Nigeria’s CRM methodology. Essentially, the value
proposition hinges on delivering more to subscribers for less. Subscribers receive access
to over 55 channels –across the segments of news, movies, TV series, and sports- for a
monthly subscription of N16,000 or GBP50. Majority of the subscribers surveyed
indicated that they are happy and satisfied with the level of services that they receive
from Multichoice and as such, they will remain loyal subscribers. Again, central to
Multichoice’s approach to building and sustaining meaningful relationship with
subscribers is the use of IT. IT plays a considerable role in service delivery. For instance,
majority of the subscribers sampled indicated that they are happy with the Multichoice’s
online payment system and self-service portals. These systems provide much needed
convenience to subscribers. Again, Multichoice uses email, social media, SMS, and call

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centers to keep customers informed about the status of their accounts. These systems
equally play a role in Multichoice’s customer complaints management system.
CHAPTER ONE
INTRODUCTION
1.1Background of Study
This research explores the impact of customer relationship management on customer
loyalty. In recent times, the subject of customer relationship management (CRM) has
drawn the interest of practitioners and scholars. CRM is a relatively recent phenomenon
in marketing discipline. Its popularity is largely driven by the growing adoption of
customer-centric strategies, programs, tools and technology for the effective
management of customer relationships. For one, the advent of new channels and
technologies is considerably changing how firms interact with their customers, a
situation resulting in increased degree of assimilation between the following
organizational functions: marketing, sales and the customer service.
Although technology has contributed to driving CRM thinking and practice in
organizations, it is essential to note that CRM does not involve just the application of
technology. For Canada Business Network (2014), “CRM is a strategy to learn more
about customers’ needs and behaviours in order to create sustainable and meaningful
relationships with them”. This understanding of CRM views the subject matter as more
of a business philosophy than a technical solution. This does not in any way negate the
role of technology in successful delivery of CRM initiatives. The role of technology in
CRM is discussed in greater detail during the review of literature dealing with the
underlying relationship between CRM and customer loyalty. In making this point, this
research undertakes a holistic approach to exploring the relationship between CRM and
customer loyalty. In addition to first understanding what CRM entails and its drivers, this
research explores theoretical foundations that help explain the relationship between
CRM and customer loyalty.

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In the commercial environment, the significance of customer retention and business
expansion is vital. This is mainly because of the costs associated with recruiting new
customers. This observation highlights the importance of existing customers. In any
case, Parvatiyar & Sheth (2002) indicate that in the management of relationships with
existing customers, organizations must set the priorities right as some existing customer
segments are less profitable than others. Ghavami & Olyaei (2006) suggest that for most
companies, customer profitability is skewed in such a manner that losing the most
profitable customers has a negative impact on a firm’s bottom-line. Essentially, devoting
considerable organizational resources to less profitable customer segments is
counterproductive as it denotes a lack of direction is strategic customer management.
Herein, lays the strategic importance of CRM. Fabac & Mance (2011) note that CRM
enables companies to gain useful insights into their customers’ behavior and adjust their
business operations to satisfy their customers in the best possible manner. What can be
deduced from this position is that, “the better you understand your customers, the more
responsive and effective in satisfying their needs”. The process-based perspective of
CRM is central to understand its deployment, and this is where technology is critical.
This is where issues like data mining, modeling and customer analytics –all software
support-based- become dominant. These concerns are discussed in the literature review
chapter when exploring the role of Information Technology (IT) in CRM. Although, CRM
is process-based (Fabac & Mance, 2011), it has a psychological facet which is to use data
to understand consumer behavior. Its psychological attribute potentially raises ethical
questions such as how data about people are used by organizations. Although the
psychological perspective of CRM is worthy of note, this research does not go in-depth
into the psychological workings of CRM.
The objective of marketing is to offer value to customers, satisfy them and sustain long
term relationships with them (Kotler & Lee, 2005). Most marketing efforts will be
insufficient if the company’s product or services fail to satisfy the needs and
expectations of customers. The only option left to organizations is to gain customers
(Eakuru & Mat, 2008). Aaker (1997:349) notes that, “when firms have loyal customers, it
can gain increased market share along with decreased operating cost”. Reicheld &
Sasser (1990) state that when a company gains 5% improvement in customer retention,
it usually results in between 30% and 75% rise in profit. While CRM appears to have a
positive effect on a company’s bottom-line, it is necessary to understudy the inherent
organization-customer relationship that drives business outcomes. The idea of the
company-customer relationship –which is fundamental to CRM- may possess an
inherent appeal and sense of fair play and, in certain situations, this may be the
preferred choice. All the same, Ghavami & Olyaei (2006:9) note that, “what has become
clear in recent times is that many customers have come to realize that the whole idea of
relationship marketing is usually about the relationship that the company desires and

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very little about their expectations”. This observation is critical to understanding the
relationship between CRM and customer loyalty/retention. The question as to the
potential manipulation of CRM for the one-sided needs of companies can cast
enormous suspicion on relationship marketing initiatives. CRM could be a corporate tool
for exploiting consumers, i.e. getting them to buy more –even when they do not need
the product or service- to support corporate bottom-line. If this is the case, CRM
initiatives cannot be regarded as innately altruistic especially as it concerns consumers’
interests. Saberi & Karsalari (2014:119) note that, “CRM could be a tool to reinforce the
consumer culture”.
Although discourse analysis is used to explore the intended objectives of CRM, it does
not form the focus of this research. This research fundamentally seeks to explore how
companies exploit CRM to enhance customer loyalty from the perspective of
Multichoice, a pay-tv service provider. Kotler & Armstrong (2005) notes that customer
relationship is a powerful tool in the CRM arsenal given the trade-off between keeping
an existing customer and acquiring a new one. People all over the world still love to
watch TV. Comverse, a digital services company, note that the number of households
that subscribe to PayTV –this includes satellite, cable and IPTV- services continues to
grow and is forecast to pass the one-billion mark by 2017 (Comverse website). No
longer are consumers limited to a single cable or satellite TV provider. Today’s
consumers possess multiple choices, including OTT service providers such as Netflix,
Roku and YouTube, who are diminishing the dominant position of the cable industry.
The internet experience continues to change and this has made relationship marketing
imperative for PayTV subscribers. This informed the decision to use Multichoice as the
case study for this research.
1.1.1 Case Study Overview: Multichoice Nigeria
Multichoice Nigeria is a subsidiary of MultiChoice SouthAfrica. MultiChoice South
Africa’s business involves the operation of pay-television and internet subscriber
platforms. The MultiChoice South Africa group includes the digital satellite pay-
television business (DStv), which has been in operation since the year 1995. On its Pay-
TV platform, Multichoice delivers thematic channels and exclusive content to DStv
subscribers. Additionally, the company partners with Sky to deliver sports channels to its
subscribers, ie. Supersport. As at 2013, MultiChoice Nigeria had about 5 million active
subscribers for its Pay-TV platform (multichoice.com.za). Nigeria is the firm’s largest
market for its Pay-TV services. MultiChoice Nigeria enjoys near monopoly as it
dominates the Pay-TV market in Nigeria. The National Institute of Marketing of Nigeria
(2012) estimated that MultiChoice Nigeria controls 50% of the Pay-TV market in Nigeria
followed by StarTimes at a distant second with 15%.

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MultiChoice’s involvement in Nigeria goes beyond its core business. Through its
corporate social responsibility (CSR) initiatives, the firm actively participates in social
transformation and, through technology, enables people and communities to help
themselves (multichoice.com.ng). For the purposes of this research, MultiChoice Nigeria
–the subsidiary of MultiChoice South Africa- will form the case study of this research. In
other words, by understudying the CRM approaches of MultiChoice Nigeria, the
research will demonstrate how CRM intiatives enhance increased customer loyalty.
Considering the diversity of its service offerings, more attention will be devoted to its
Pay-TV service. Having presented an overview of the case study for the research, the
next section outlines a preliminary review of literature on customer loyalty and customer
relationship management (CRM).
1.1.2 Justification for the Research
CRM is growing in popularity among companies that desire to be customer-centric
organizations. This research should contribute to existing CRM body of knowledge. The
findings of this research will help organizations better understand how to drive
profitable customer relationships. Relationship marketing is central to meeting set
targets for a company’s bottom-line. The preliminary review of literature exploring the
relationship between CRM and customer loyalty demonstrates that the cost of acquiring
a new customer far outweighs the cost of keeping an existing one (Aaker, 1997; Kotler &
Armstrong, 2005). The implication of this is that there is an implied positive relationship
between CRM and customer loyalty.
This research seeks to understand how companies can strategically position their
resources to optimize benefits from profitable existing customer segments. The research
seeks to understand how Multichoice –a Pay-TV provider- maintains their subscriber
base. The findings of this research should prove useful to service-based businesses such
as telecommunications service providers. Again, in understudying the CRM processes of
Multichoice, the recommendations of this research should identify critical considerations
for companies intent on developing a CRM roadmap.
1.2Research Aim
The main aim of this research is to examine the impact of customer relationship
management (CRM) on customer loyalty. Essentially, the research explores the nature of
the relationship between CRM and customer loyalty.
1.3Research Questions

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Based on the preliminary review of literature, these are the key questions developed for
the research:
i. How does customer relationship management lead to customer loyalty?
ii. What processes or channels are used to deploy customer relationship
management initiatives?
iii. What role does technology plays on customer relationship management?
1.4Research Objectives
Given the scope of this research, these are the main objectives of the research:
i. To critically appraise the literature on how customer relationship management
leads to customer loyalty.
ii. To critically examine the relationship between customer relationship
management and customer loyalty.
iii. To explore the customer relationship management approaches of Multichoice
Nigeria and the degree to which these have been effective in promoting
customer loyalty.
iv. To arrive at conclusions and make practical recommendations on how CRM
can be used to enhance customer loyalty.
1.5Scope & Limitations of the Research
This research is mainly concerned with understanding what CRM is and how it relates to
customer loyalty. In order to understand what CRM is, close attention will be devoted to
exploring the underlying concepts that form the subject of relationship marketing. This
is necessary because CRM is founded on the basis of the forming sustainable
relationships between organizations and customers. It is expected that the basis for
forming this type of relationship is based on service quality. Without service quality,
customers are likely to switch to another service provider or product as the case may be.
Among the limitations of this study concerns access to detailed operational plans or
modalities for Multichoice Nigeria’s CRM system. The employees of Multichoice may be
reluctant about divulging sensitive information about their company’s CRM system. This
may affect the quality of data collected for this research as it relates to the objectives of
this research. Another limitation of this research stems from the absence of a defined
framework for measuring the relationship between CRM and customer loyalty. In the
absence of a dedicated framework for studying the relationship between CRM and
customer loyalty, the research may have to rely on different models to fulfill the
objectives of this research. Diverse subjects, such as customer touchpoint mapping,
service quality (i.e. aspects of the SERVQUAL model is used to develop the questionnaire

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for Multichoice Nigeria’s customers), and customer value proposition, is used to the
design of the questionnaires and interview guides.
1.6Structure of the Research
In order to satisfy the expected deliverables of this research, the research report is made
up of five chapters with each chapter delivering a specific component of the study.
Below is a clear description of the contents of each chapter.
 Chapter One: This is the introductory chapter of the research. This chapter
contains the background of the study. The background section clearly explains
the main issues to be explored in the research through a preliminary review of
literature exploring the relationship between customer relationship management
and customer loyalty.
 Chapter Two: In this chapter, the detailed review of literature exploring the
relationship between customer relationship management and customer loyalty.
The literature review also explores the role of technology in customer relationship
management. This chapter also explores the underlying theories of customer
loyalty. This chapter concludes with a summary of the main issues discussed.
 Chapter Three: this chapter is where the methodology chosen for the research is
identified and discussed. In this chapter, the following issues are discussed: the
research philosophy; research approach; research design; data collection
methods; and sampling concerns. In discussing these issues, a clear methodology
for realizing the objectives of this research will have been presented.
 Chapter Four: in this chapter, the data collected for this research is presented and
analysed. The analysis of the data is conducted with a view to realizing the
overriding objectives of this research. Results from the analysis are summarized
and used to conclude this chapter.
 Chapter Five: this chapter is where the conclusions of the research are presented.
The conclusions are based on results from the analysis of the data collected. In
discussing the key findings for the research, particular attention is devoted to the
central aim and objectives of the research. The conclusions for this research will
also show how the main objectives of the research have been achieved. Following
the presentation of the conclusions for the research, recommendations are clearly
outlined. These recommendations identify key considerations and effective ways
of exploiting CRM initiatives to drive customer loyalty.

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CHAPTER TWO
REVIEW OF LITERATURE
2.1 Customer Relationship Management: Definition
To address the key issues highlighted in the scope of work, it is necessary to first explore
some definitions of CRM. This should contribute to conceptualizing the subject matter.
Parvatiyar & Sheth (2002) view CRM as an enterprise approach to understanding how
customers behave. Shani & Chalasani (1992:35) describe CRM as, “a market-oriented
approach to understanding and developing long term relationships with customers”. In
the previous chapter, it was mentioned that the whole idea of developing relationships
with customers should be evaluated carefully as not every customer is a profitable one.
This is why data collection –an operating modality of CRM frameworks- is critical as it
can offer companies a channel to effectively segment their customers accordingly.
Dominici & Guzzo (2010), in describing CRM, note that customer loyalty is reliant on
customer satisfaction. Consequently, CRM offers a framework for understanding
customers’ needs and expectations with a view to satisfying them. For Dominici & Guzzo
(2010), CRM offers a methodology for satisfying customers’ needs. This observation is
important to this research as it concerns the relationship between CRM and customer
loyalty. Kotler & Keller (2006) note that customer relationship management is broader
than aggregate customer management. For them, CRM is a tool for offering
personalized services to customers. What is clear from Kotler & Keller’s (2006) position is
that one of the central of CRM is to treat each customer as an individual. Berry (1983:26)
notes that, “among the strategies for implementing CRM are to create a core service
around which to develop relationship with the customer and to customize the
relationship to the individual customer”. Pitcon & Broderick (2005) suggest that CRM is

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a perspective that stresses the significance of relationships created between a company
and its customers.
The definitions presented provide a clear description of what CRM is along with its
objectives. From these definitions, CRM can be conceptualized as follows: a process of
developing sustainable relationships with customers; a methodology for segmenting
customers into profitable ones and non-profitable ones; and a channel for service and
product quality with a view to achieving increased customer satisfaction. The
segmentation attribute of CRM is responsible for its being linked with data mining (i.e.
the collection and analysis of customer-generated information to better understand or
predict their behaviours) (Rygielski et al., 2012). Cao & Gruca (2005) note that
organizations can become customer-oriented by properly applying CRM tools.
Gustafsson et al., (2005) suggest that organizations that adopt CRM systems are in a
better position to improve their business outcomes. Gustafsson et al., (2005) further
note that business outcomes hinge on customer profitability. Essentially, what an
organization makes depends on what it can extract from its customers together with
how long it keeps them. Considering this observation, exploring the benefits of CRM will
enhance appreciation as to why companies invest considerable resources in CRM-
related activities.
2.1.1 Benefits of Customer Relationship Management (CRM)
Lemon & Zeithaml (2001) surmise that the benefits that can be realized from using CRM
varies by industry especially as the mechanism and technological tools connected with
CRM are tailored to particular industry segments. Nevertheless, Thomas & Kumar (2004)
posit the view that expected CRM benefits do not vary across industry segments rather
the following generic outcomes accrue to companies that use CRM: improved
relationship with customers; improved brand equity; and improved corporate value. This
observation makes sense especially as there are methods for quantifying these three
benefits in the case of corporate valuations (see Figure 1).
Figure 1: Conceptual Model Showing Relationship between CRM & Customer
Profitability

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Source: Richards & Jones (2008)
Swift (2001) outlines some CRM benefits as follows: reduced cost of recruiting
customers; customer segmentation; Positive customer profitability; and increased
customer retention/loyalty.
 Customer recruitment: CRM reduces the cost of securing new customers because
of savings achieved on marketing, contact and follow-up.
 Customer segmentation: since some customers are more profitable than others,
CRM can be used to categorize customers according to profitability. In
categorizing these customers, organizations are better-placed to allocate their
marketing resources accordingly (Ghavami & Olyaei, 2006)
 Higher customer profitability: CRM optimizes the money that organizations get
from their customers. Essentially, customer profitability will increase because of
up-selling, cross-selling and sales follow-up (Swift, 2001).
 Customer retention and loyalty: CRM reduces customer churn rate hence existing
customers buy more and last longer. This particular benefit is very important to
this research given the need to explore how companies use CRM to maintain
long-lasting relationship with customers. Beverly et al., (2002) suggests that
service quality can be used to achieve customer loyalty. If this is the case, the
question concerning how CRM fits into the service quality discourse is critical and
should complement the objectives of this research. This issue is explored in the
next section.

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2.1.2 Customer Relationship Management & Service Quality
The process of recruiting new customers should be perceived only as a transitional
phase in the marketing process. Following this, the process of strengthening the
relationship with customers and transforming them into loyal customers is equally a
continuum in the marketing process (Agrawal, 2003). Notably, Berry et al., (1983)
highlights five strategy features for implementing CRM: (i) create a core service on which
to create relationship with the customer; (ii) personalizing customer service; (iii)
augmenting the core service with additional benefits; (iv) pricing services to encourage
customer loyalty; and (v) marketing to staff so that they are committed to satisfying
customers’ needs. This methodology is still being used today to design and implement
CRM in organizations. This methodology can be expanded to fit the unique operational
requirements of organizations. Agrawal (2001) notes that service quality is essential for
successfully implementing CRM initiatives or programs. Essentially, without service
quality, achieving CRM outcomes or benefits become challenging. What is clear here is
that in the absence of service quality, CRM initiatives possess minimal chances of
success. What motivates a customer to be interested in a relationship offering by an
organization is the guarantee of consistency in service excellence. CRM initiatives should
place service quality at the fulcrum of activities targeted at customers. Steve Ditto of HP
identifies some important considerations for developing an effective quality mechanism
(see Figure 2):
Figure 2: Components of an Effective Service Quality Mechanism
Service
Quality
Performance Management
Process Management
Strategic Planning &
Alignment
Continuous Improvement
Employee Involvement
Client Partnership

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 Client partnership: effective relationship can be developed with customers
through improved client satisfaction. Furthermore customer loyalty can be
achieved by appreciating market realities, client expectations and customer
satisfaction.
 Strategic Planning & Alignment: developing, directing and sustaining increased
performance through identification, deployment, alignment and execution of
strategies, plans and objectives.
 Process Management: this entails ensuring that operational processes used to
meet the needs of customers are continually functioning effectively and
efficiently.
 Performance Management: this entails ensuring that data about strategic business
units are used to improve corporate health and supporting CRM initiatives.
 Continuous Improvement: this entails benchmarking process performance and
continually improving business process to satisfy business and client
expectations.
 Employee Involvement: this involves ensuring that workers are committed to
providing the best services to customers.
Service quality and customer satisfaction are crucial to customer loyalty and customer
retention. Customer satisfaction is the result of a customer’s evaluation about the value
gained from using a service or a product (Blanchard & Galloway, 1994). Barsky & Nash
(2003) note that companies which are able to anticipate and understand their
customers’ needs make better profits that those that fail to understand and satisfy them.
Understanding and satisfying these needs is the basis for achieving customer loyalty.
According to Barsky & Nash (2003:175), “customer service involves the ways employed
by companies to create useful access to customers so as to satisfy and secure their
loyalty”. Goofin & Price (1996) note that customer service is very critical since it
enhances service quality thus, enhancing profitability and competitive market position.
Service quality can be evaluated by comparing customers’ expectation and actual
performance of a product or service (Parasuraman et al., 1985).

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Overall, what is clear from this section is that the success of CRM initiatives is largely
reliant on delivering service quality to customers. This should form the basis for a
relationship proposition to customers. Having identified that service quality is at the
core of CRM initiatives, it is now essential to identify its critical drivers. This is done in
the next section.
2.2.1 Drivers of Customer Relationship Management
In this section, attention is devoted to exploring the main factors that drive customer
relationship management. It is necessary to identify and discuss these factors because it
provides a useful framework for both understanding and evaluating the relationship
marketing strategy of an organization. Based on preliminary examination of relationship
marketing literature, four key factors have been identified as the main drivers of CRM.
These are: interaction management; relationship development; service quality; and
employee involvement/commitment. These four factors are discussed subsequently.
More attention is devoted to exploring how CRM fits within service quality –one of the
main drivers of CRM- at a later part of this chapter.
Interaction Management
Brown & Gulycz (2002) notes that if a company is intent on developing sustained and
meaningful relationships with its customers, there are varying approaches to interacting
with them such as touch points and distribution channels. The issue of touch points is
discussed at a later part of this chapter where the role of technology in CRM is
discussed. One of prerequisites for interacting effectively with customers is first,
understanding how and when customers would prefer to interact with the organization.
Activities that guide the interaction process should be properly customized and
organized via existing touch points. Touch points provide a channel for collecting
information about customers. This information is then analysed and used to inform how
organizations interact with and deliver services to customers. Fabac & Mance (2011)
stressed the vital and central importance of data in effective CRM deployment. This is
why touch points are critical to relationship marketing process.
Peppers & Rogers (1997) note that touch points should be used for the distribution of
varying products or services and during communication with the customers. It should be
noted that one of the main benefits of touch points is collecting customer information
which can then be used for effective customer segmentation. Data helps organizations
understand the needs of their customers on a personal level. Lindgreen et al., (2006)
note that interaction management can be deployed through channels that encourage
the collection of customer feedback/data thus, enhancing interaction with customers.
Social media is one of the channels through which customer feedback can be collected;
and it also encourages personalized communication between an organization and its

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customers. What is clear from this section is that interaction management is one of the
key components of the CRM process. Essentially, any CRM process being implemented
should involve the following sub-processes: development of touch points that
encourage data collection from customers; channels that encourage the elicitation of
customer feedback; and channels –such as social media- that encourage personalized
interaction with customers. Given these sub-processes, the subject of ‘touch points’ is
discussed when examining the role of technology in CRM deployment.
Developing Relationships with Customers
Hanley & Leahy (2008:135) note that, “studying relationship development basically
entails research into structures and processes that influence the association between
customer and loyalty”. Hakansson & Snehota (1995) suggest that the process of
developing meaningful relationships with customers takes into consideration areas
where connections have been developed between the company and the customers.
Brown & Gulycz (2002:34) suggest that, “in order to successfully develop meaningful
relationships with customers, a key milestone is the need to develop an effective
relationship management process that responds to customer complaints”. The
relationship development process also involves procedures, mechanisms and activities
through which products and services are delivered to customers (Hanley, 2008). Again,
on the issue of complaints management, developing sustained relationships with
customers hinges on the need to convince customers that their concerns will be treated
with the utmost attention. The issue of complaints management reinforces the
importance of developing personalized relationships with customers. When customers
feel that their concerns will be taken seriously by the organization, they are more likely
to increase their patronage. The complaints management systems fits within the notion
of customer touch points.
Service Quality
The importance of service quality as a value proposition that guides the relationship
marketing cannot be over-emphasized. Gee et al., (2008) note that in understanding the
variables that lead to customer satisfaction, service quality emerged as a recurring
theme in relationship marketing literature. Research, such as the study done by Hanley
& Leahy (2008), demonstrates that the quality of service offered to customers has a
positive correlation with customer satisfaction and firm profitability. Given this
observation, there is a need to understand how service quality can be implemented.
Hanley & Leahy (2008) provides a checklist for achieving service quality:
 Product/service variety together with satisfying customers’ expectations.
 Offering quality products or services at a sensible price.
 Complaints management.

18
Through the aforementioned channels, organizations can design a framework for
achieving quality service delivery. Through these channels, organizations can enhance
access to customers with a view to interacting with them on a personal level. Customer
complaints management exemplifies this point. The issue of service quality is discussed
further as it relates to customer relationship management at a later part of this chapter.
At this point, it is essential to explore the role of employees in relationship marketing.
Employee Involvement/Commitment
An employee who has bought into the vision and values of an organization will willingly
engage in efforts that strengthen the relationship between his or her employer and
customers. Coulter (2002) stresses the important role played by employees in effective
deployment of CRM initiatives. Without employee involvement, CRM initiatives stand
limited chances of success. Although this section focuses on employees, it is equally
necessary to state that management commitment is equally needed for successful CRM
implementation.
Employees are critical because they are the ones that regularly interface with customers
hence, their actions –when interacting with customers- can determine whether a
customer stays or switches to another service provider. Given this observation, it would
not be farfetched to view employees as a customer touch point. Long et al., (2013:250)
indicate that, “the behavior of employees will probably have a significant effect on
customer satisfaction and customer retention especially as employees are responsible
for outcomes such as, speed of responding to customers’ queries, customer perceptions
of how they have been treated, customer satisfaction levels, and customer loyalty. What
is clear from these observations is that employees are key actors if the implementation
of CRM programs is to be successful. Now that the key CRM drivers have been identified
and discussed, it is now necessary to explore the relationship between CRM and
customer loyalty, which is the focus of this research. Relevant literature dealing with the
relationship between both variables is presented and critical discussed.
2.2.2 Customer Relationship Management & Customer Loyalty
CRM is a concept for managing the way that an organization goes about interacting
with its customers and sales prospects. Dowling (2002) outlines some of the main
objectives of CRM as follows: enhancing profitability; enhancing income; and increasing
customer satisfaction. What organizations desire from implementing CRM initiatives is
ultimately to improve sales through repurchases, which is to their advantage. In
satisfying customers –something that CRM seeks to achieve-, CRM also supports efforts
aimed at enhancing customer loyalty. Bowen & Chen (2001) argue that having
customers who are satisfied is not enough. Companies need to ensure that what they
see as customer satisfaction ought to have an appreciable impact on customer loyalty.

19
In this section, attention is devoted to exploring the kind of relationship that CRM has
with customer loyalty.
Khaligh et al.,(2012) investigate the effect that customer relationship management has
on customer loyalty. Their investigation shows that commitment of management is
critical for effective implementation of CRM activities. Aaker (1997) notes that when a
firm has customers who are loyal, the company gains market share together with
diminished costs. According to the study by Bhattacharya (2011:47), “in addition to
improving profitability, CRM decreases costs since it encourages the collection and use
of data from internal and external origins such as customer service department, sales
department, procurement department, strategy department etc. The emphasis on data
collection and analysis is borne out of the need to understand an organization’s
customer requirement in a real-time process. CRM relies on data for its design and
implementation. Proper interpretation of data informs the identification of critical
activities during the planning stage of a CRM program. Another finding from the study
carried out by Bhattacharya (2011) is that customer perception and the treat that
customers receive individually helps companies understand customers’ needs and as
such, devising proper ways of satisfying those needs or expectations.
What can be learnt from Bhattacharya’s (2011) findings is that companies should
commit considerable resources to identifying customers’ requirements and shifting the
processes and policies to addressing these requirements if they are to be competitive. In
the conceptual framework that Faed (2010) proposed, customer relationship
management intensifies the relationships of rivals and customers in a company to
improve market share by the integration of people, technology, and internal processes.
Customer loyalty is a continuum on a range of efforts designed to enhance customer
retention. Zineldin (2006) studies the relationship between CRM, quality and customer
loyalty. The findings of this study suggest that any alteration in service quality delivery in
a company provides a useful benchmark or indicator for determining customer loyalty
levels. Based on Zineldin’s (2006) study, the conclusion is that changes in service quality
influence customer loyalty. This supports the observations that were discussed in the
previous section. This research does not measure perceptions of service quality by
customers rather more attention is devoted understanding how customers feel about
the CRM initiatives of the case study organization. Focusing on this will help in
understanding the degree to which CRM initiatives are effective in improving or
achieving customer loyalty.
Schiffman & Kanuk (2004) note that the relationship that a company has with its
individual customers will be meaningful if the company offers value that satisfies
customers. The emphasis ‘individual’ should be stressed as it is the main objective of the
CRM; the need to bring companies closer to each customer. This is what makes a

20
‘customer-oriented’ or what some would refer to as a ‘customer-centered’ organization.
If this is the case, a one-size-fits-all approach is not feasible for CRM to be successful.
Based on the discussions conducted in this chapter, there seems to be a positive
relationship between CRM and customer loyalty, and somewhere in between is the
important issue of service quality. Essentially, if an organization offers quality services to
customers, it stands a better chance of successfully implementing CRM programs. When
improved service quality is in place, efforts aimed at understanding customers’ needs
only leads to better service excellence. This can also be interpreted as implying that
there is a mutually beneficial relationship between CRM and service quality. Since this
research is interested in understanding how CRM leads to customer loyalty, it is
essential to identify and explore the main drivers of customer loyalty. This is achieved in
the next section.
2.2.3 Drivers of Customer Loyalty
In this section, attention is devoted to exploring the variables that inform the loyalty of
customers. It is important to do this because it will, in some way, contribute to
developing a theoretical framework for this research. In addition, understanding the
drivers of customer loyalty will inform the design of the questionnaire and interview
guide. The drivers of customer loyalty are a key consideration for the design of an
effective customer relationship management program (Schiffman & Kanuk, 2004).
Already, in this chapter, one of the key drivers of customer loyalty –service quality- has
already been discussed. In the discussion, it was noted that service quality should be at
the core of CRM implementation. Basically, effective relationship marketing hinges on
the value proposition –whether through service or product quality- offered to customers
on an individual level, which then serves the basis for a sustained mutually beneficial
relationship.
Another driver of customer loyalty is price. Dovaliene & Virvilaite (2008) note that
among the variables that make up the marketing mix (i.e. 4Ps of marketing), price is
viewed as the most flexible variable because it changes immediately when the attributes
of a service are changed. In view of its flexibility, organizations can manipulate the
pricing of their products or services to influence turnover. It should be noted that
turnover levels can serve as a useful benchmark for evaluating customer loyalty levels
(Aaker, 1997). Dovaliene & Virvilaite (2008) posit that customers will show limited
resistance to price increase on the condition that there is a commensurate improvement
in service or product quality. In their study exploring the relationship between pricing
and customer satisfaction, Cronin et al., (2000) discovered that there is a positive
correlation between an increase in price availability and customer satisfaction levels.
Essentially, when customers feel that what they are paying for is worth the price, they
are willing to adjust to price elasticity.

21
Anderson & Sullivan (1993) suggest that price is a critical variable that demonstrates
customer satisfaction as customers tend to evaluate service or product value through
price. Anderson et al., (1994) note that the level of customer satisfaction is influenced by
factors such as price, quality and other personal factors. Consuegra et al., (2007) explore
the effect of price on customer satisfaction. Findings from their study suggest that price
does influence customer satisfaction levels. An increase in price can result in decreased
customer loyalty and vice versa. Their study also shows that an increase in price will only
lead to increased customer loyalty when customers perceive added value in what they
are paying for.
Another driver of customer loyalty involves the perceptions of relationships by
customers as it concerns organizations. Essentially, the closer an organization can relate
to customers on a personal level, the higher their chances of sustaining a meaningful
relationship with them. At this point, it is necessary to explore the issue of relationship
marketing together with determining how CRM fits within it. This discussion is done in
the next section.
2.3 Relationship Marketing
Rapidly evolving markets, increased customer awareness and a complex array of
technologies has informed the need for organizations to develop meaningful and long-
lasting relationship with their customers (Percy et al., 2010). Gruen (1997) argues that
there has been a massive shift in the business philosophy of many companies from
being product-oriented to becoming more selling/marketing oriented. This shift in
orientation is what has led to the marketing practice of ‘relationship marketing’. Percy et
al., (2010) note that relationship marketing provides organizations with useful
opportunities in areas of firm profitability, customer satisfaction and customer loyalty.
This section of the chapter focuses on the underlying philosophy guiding relationship
marketing together with how the CRM framework fits within it.
The idea of relationship marketing was created by Berry (1983) who views it as the
process of attracting, maintaining and strengthening customer relationships. Gronroos
(1990:4) strengthened this definition: “relationship marketing is the process of forming
relationships with customers and other actors at a profit through mutual exchange and
fulfillment of promises”. Gronroos (1996) defined relationship marketing as the means of
identifying and forming mutually profitable relationships with customers. Relationship
marketing stresses the business to customer relationship model. Many of the definitions
of relationship marketing, such as those already presented, base their assumptions on
the relationship between the organization and the customer. Some authors, such as
Christopher et al., (2003), have faulted this assumption by stating that relationship
marketing should be expanded to include other stakeholders such as employees,
shareholders and suppliers. In view of this, Christopher et al., (2003) and Sin et al., (2002)

22
stress that the main objective of relationship marketing is to identify, form and maintain
relationships with customers and other critical stakeholders. Given this observation,
Murphy & Wang (2006) stress the need for a stakeholder orientation in the relationship
marketing paradigm. This approach will make for a more holistic relationship marketing
model thus giving rise to what Murphy et al., (2005) referred to as ‘stakeholder
relationship marketing’.
Murphy et al., (2005) views stakeholder relationship marketing as, “the process of
forming, maintaining and attaining meaningful relationships with the objective of
delivering sustainable economic, social and environmental value to all stakeholders with
the view to gaining sustainable business financial performance. Profitable business
relationships are dependent on a company’s capacity to elicit the trust of its customers
and other stakeholders. This section has contributed to understanding what relationship
marketing entails. Based on the discussions, it is clear that relationship marketing is all
about forming and maintaining profitable relationships with different stakeholders,
including customers. While this research acknowledges the importance of expanding the
relationship marketing paradigm beyond customers to internal and external
stakeholders, it only focuses on the business to consumer (B2C) relationship. This
decision is in accordance with the narrow the scope of the study as it concerns identified
objectives. Furthermore, the discussions show that ‘profitability’ is at the core of the
relationship marketing process. Essentially, the goal of relationship marketing should be
the need to identify customers with whom meaningful profitable relationships can be
developed keeping in mind that not all relationships are profitable. This is where CRM is
critical: using the results from the analysis of customer information to properly segment
customers into ‘profitable’ and ‘non-profitable’ segments. There seems to be a
relationship between CRM and information/data. Consequently, there is a need to
strengthen discussions in this chapter by exploring the role of technology in CRM.
2.4 Role of Technology in Customer Relationship Management
Throughout this chapter, a central theme about customer relationship management has
revolved around the collection and analysis of information about the behavior of
customers. The emphasis of data has been strengthened by advances in information
technology. Another recurring theme around CRM involves the need to develop
personalized relationships with customers. Consequently, discussions in this chapter will
benefit from understanding the role of technology of CRM. In recent times, interest in
CRM has been boosted by the ubiquity of technology, especially as it concerns tracking
the behavior and buying patterns of consumers. This section explores how technology is
used to achieve the relationship building objective of CRM.
Before proceeding with discussions on the role of technology in CRM, it is essential to
refresh our understanding of what CRM is. This will guide subsequent discussions in this

23
section. Ngai (2005:583) defines CRM as, “an enterprise approach which seeks to
understand and affect the behavior of customers through meaningful communications
with the objective of enhancing customer acquisition, customer retention, customer
loyalty and firm profitability. Law et al., (2003) strengthened the description of CRM by
focusing on the technological perspective. Law et al., (2003) suggests that CRM entails
the process of storing and analyzing considerable quantity of information that generates
useful insights into how customers behave. This then informs a company’s response as it
concerns treating customers individually based on the behavior shown.
Developing meaningful relationships with customers hinges on proper interpretation of
customer information. The data analysis dimension of CRM is what has given credence
to the popularity of ‘data mining’ in relationship marketing practice. Anon (2002) notes
that when it comes to the use of data in CRM, a critical consideration is the need to
collect sufficient information about customers. Inadequate data results in lopsided
analysis and conclusions. Collecting sufficient information will make the data analysis
more holistic and incisive so as to produce insightful and actionable results.
In the field of marketing, information technology has played a transformative role
especially in the areas of sales (i.e. sales automation), marketing, operations and other
strategic organizational functions. Murphy (2000) notes that in many companies,
information technology has emerged as tool for strengthening the relationship that
companies have with their customers together with improving service delivery.
Furthermore, Madueme (2009) notes that information and digital technologies have
proven very useful in effective and efficient service delivery. In a study exploring service
quality in a cross-section of Nigerian commercial banking institutions, Madueme (2009)
concludes that banks with high IT adoption witnessed a considerable positive impact on
their service performance; a finding reinforced by results from the analysis of customer
surveys. Oghojafor et al., (2011) highlights some of the benefits of IT adoption in service
delivery: increasing convenience; ease of access to information about customers (i.e. this
supports the data mining perspective of CRM), time/cost savings, added cross-selling
opportunities, improved service quality, and the opportunity to connect with customers
on a personal level. Karimi et al., (2001) notes that embedding technology in service
delivery has a considerable impact on a company’s market position relative to its rivals.
This is the reason why more and more service-oriented organizations –such as banks,
hotels etc- are offering IT-based service options to their customers. In exploring the role
of technology in CRM, there are three main types of CRM technologies namely:
operational CRM; analytical CRM: and collaborative CRM.
Operational CRM entails the technological applications that interface with customers
and this includes the following: sales force automation, enterprise marketing automation
and customer service/support (Chen & Popovich, 2003). Customer call centers are an

24
aspect of operational CRM, and have been cited as one of the dominant themes in CRM
deployment (Xu & Walton, 2005). With operational CRM, all interactions with the
customer are recorded thus, enabling the organization to warehouse sufficient
information about customers for subsequent analysis. Customer touch points are
regarded as operational CRM.
Analytical CRM is concerned with the analysis of customer information obtained
through operational CRM. Data mining belongs to analytical CRM. Xu & Walton
(2005:961) note that, “analytical CRM involves the capture, storage, extraction,
processing, interpretation and reporting of customer information housed in data
warehouses”. Analytical CRM exemplifies the important role of technology in CRM
implementation in that it enables companies to effectively explore trends in the
behavior of their customers and respond appropriately through their marketing and
promotional activities. In their study, which focused on companies in the United
Kingdom, Xu & Walton (2005) discover huge adoption and usage of analytical CRM
applications by organizations. The implication of this particular finding is that usage of
CRM applications by companies is largely for operational purposes.
Collaborative CRM involves the use of new and traditional information technologies
that encourage customers to interact with the organization. Collaborative CRM is more
concerned with encouraging individual or personalized interaction between a company
and its customers (Xu & Walton, 2005). Collaborative CRM is more holistic in nature as it
incorporates more stakeholders beyond customers. It supports the idea of stakeholder
relationship marketing espoused by Murphy et al., (2005). It incorporates suppliers and
employees in the customer value chain with a view to creating a synergy of efforts that
support the ultimate objectives of customer satisfaction and customer loyalty. Some
aspects of customer touch points are a form of collaborative CRM. At this point it is
essential to discuss the issue of customer touch points.
2.4.1 Customer Touch Points
Intervox Group (2005) defines customer touch points as consisting of all the physical,
communication, and human associations that a company’s customers experience in the
course of their relationship lifecycle. Customer touch points differ from customer
channels. For instance, while ‘online’ can be seen as a channel for engaging with
customers, ‘online chat’ is a touch point. What is clear from this illustration is that
customer touch points are more specific or more precise. It is important to make this
distinction because often, there is confusion as to the difference between customer
channels and customer touch points. Intervox Group (2005) outlines some examples of
customer touch points: advertisement; website; corporate blogs (usually integrated in
the company’s website); receptionist; customer care call centers; point-of-sales display;
and customer complaints mechanism. These touch points play a considerable role in

25
CRM deployment. For one, Oghojafor et al., (2011) views touch point as a useful tool for
collecting customer information in a collaborative manner. Without sufficient
information, the analytical aspect of CRM may prove ineffective in generating useful
information about customers. As the case study design is used in this research, attention
will be devoted to identifying the touch points of the case study. Furthermore, this
research will involve exploring how these touch points are used in CRM implementation.
Now that the technological perspective of CRM has been explored, it is now time to
present the theoretical framework of the research.
2.5 Conceptual Framework of the Research
In this chapter, each issue discussed served to address the critical concerns identified in
the scope of the research. The discussions were aided by reference to relevant literature
concerning critical areas of CRM together with its relationship with customer loyalty.
Based on results from these discussions, the theoretical framework of the research –
which guides data collection- is presented below.
Table 1: Conceptual Framework of the Research
s/n Content Themes Scope of Focus
1. Identify CRM tools Need to identify tools used for CRM. The interviews
with employees of the case study organization will
provide this. (This theme contributes towards
conceptualizing the CRM concept. Particular
attention is devoted to the notion of relationship
marketing)
2. Application of CRM tools Examine how these CRM tools are used by the
organization. (This theme helps in determining how
CRM can be implemented effectively. Particular
attention is devoted to understanding the
operational and analytical side of CRM).
3. Customer touch point mapping Identify customer touch points and how these are
used to relationship building with the customers.
4. Value proposition to customers To identify and analyze the value proposition
inherent within the CRM program of the case study
organization.

26
5. Service Quality Selected themes from the SERVQUAL model is used
to design questionnaires meant for the case study’s
customers. The questionnaire design will take into
consideration the need to evaluate the relationship-
building mechanisms of the company.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Philosophy
In this section, attention is devoted to exploring the underlying philosophy for this
research. Discussing the research philosophy is essential considering that it underscores
how the information collected for this research is analyzed and interpreted. Collis &
Hussey (2005) defined research philosophy views research philosophy as the
overarching template for generating and making a sense of knowledge. This observation
is very important as researchers are distinct in their opinions and worldviews (Bryman &
Bell, 2011). These underlying belief systems have the potential to influence how each
researcher views and interprets information.
This research adopts both the interpretivist and positivist philosophies. This is because
the information collected for this research is both qualitative and quantitative
respectively. Positivism originates from the natural sciences and is characterized by the
statistical analysis of information to generate useful insights or theories (Collis & Hussey,
2003). The positivist philosophy is based on view that the social environment exists

27
objectively and externally. On the other hand, interpretivism contrasts with positivism.
With interpretivism, there is an underlying variance between the subject matters of
natural and social sciences based on the researcher’s worldview, perspectives and
expectations (Saunders et al., 2005). Those who belong to the interpretivist school of
thought believe that there are some situations that cannot be understood using
statistical analysis or measurements. One of the benefits of interpretivism is that it
supports rigorous investigation as the researcher has to dig deeper into the information
to understand variables such as cause-effect, behavioural implications, human
relationships etc. The use of both schools of thought in this research is advantageous to
this research especially as it concerns fulfilling the set objectives of the research. The use
of both paradigms in this research stems from the need to understand both
Multichoice’s and its customers positions on the issue of customer relationship
management and it how it influences customer loyalty. The adoption of both research
paradigms makes the research process more rigorous and holistic and as such, enhances
the validity of findings reached at the conclusion of the research. Having discussed the
philosophy underpinnings of this research, the next section discusses the approach
adopted.
3.2 Research Approach
Saunders et al., (2005) views research approach as the plans and processes for research
that span the methods from broad assumptions to thorough means of collecting data,
analyzing the data collected, and interpreting results from the analysis. This plan
comprises of different decisions, and they need to be considered in the order in which
they support the research process. Collis & Hussey (2003) note that the research
approach underlines the way a researcher goes about addressing all the set objectives
of a research. The approach selected in a research is usually informed by underlying
philosophical assumptions that the researcher brings to the study. Again, the nature of
the problem being investigated also influences the approach to be used. In order to
understand how customer relationship management (CRM) influences customer loyalty,
the researcher deemed it suitable to explore the organizational and customer
perspectives of CRM. As a result, the mixed methods research approach is used to
conduct this research.
The selection of the mixed methods research approach makes the research process
comprehensive. This implies that both the quantitative and qualitative approaches are
used in this research. Essentially, the quantitative approach is used to measure how
Multichoice’s customers feel about the company’s customer service/CRM initiatives
whilst allowing for in-depth qualitative analysis of feedback obtained from Multichoice’s
employees about the company’s CRM processes. A carefully designed survey instrument
is used to collect information from Multichoice’s customers regarding how they feel

28
about the company’s CRM initiatives. This is necessary because analysis of customers’
responses should generate useful insights regarding customer satisfaction levels as it
pertains to Multichoice’s customer service processes. This is the quantitative aspect of
the research because the questionnaires are analysed using descriptive statistics, i.e.
frequencies and bar chart. Reference is made to the conceptual framework for the
research (see section 2.5) in the design of the survey instrument. The qualitative aspect
of this research mainly comprises the analysis of the interviews with Multichoice’s
employees. Triangulation and thematic analysis are used to interpret the interview
feedbacks. The results of this analysis should generate useful insights as to the nature of
Multichoice’s CRM systems. Results from the both the interviews and the analysis of the
questionnaire are used to generate the conclusions and recommendations for this
research. Having established the approach used in this research, the next section
discusses the study’s design.
3.3 Research Design
This section discusses the design adopted for this study. It is important to do this
because it lays the foundation for the aggregate research process. The research design
is one of the most important components of the methodology chosen for a research.
Collis & Hussey (2005) likens it to the architectural blueprint for a research. It is central
to the overriding methodology for a research given its link to other components such
as, approach used, data collection methods, data analysis methods, sampling and study
limitations (Saunders et al., 2005). The study design describes the study type. This
research design used in this study is descriptive in nature. It is descriptive because a case
study and survey are used. Bryman & Bell (2011) describes the descriptive design as a
study in which data is gathered without changing the environment, i.e. the environment
is not manipulated during the data collection process. Essentially, descriptive studies
involve a one-off interaction with people. Easterby-Smith et al., (2008) notes that a
descriptive study, in which the researcher interacts with the sample, usually involves
collecting data using the following instruments: surveys and interviews.
The case study aspect of the descriptive design involves selecting an organization to
serve as the focal point for collecting the data needed to fulfill the set objectives of this
research. The case study for investigating how customer relationship management
contributes to customer loyalty is ‘Multichoice Nigeria’, a company that provides pay-TV
services. The case study approach is useful in theoretical development. It offers a
pragmatic approach to understanding or investigating the subject matter of a research.
Having identified the case study for this research, it is essential to note that the data
collected for this research –through interviews and questionnaires- revolved around
Multichoice Nigeria. The sample for the interviews mainly consisted of only
Multichoice’s employees. On the other hand, the sample for the interviews consisted of

29
only customers or subscribers of Multichoice’s pay-TV services. Added information
about the samples for the surveys and questionnaires are provided in subsequent
sections of this chapter.
3.4 Data Collection Methods
This section of the research discusses the instruments used to collect data for this
research. In addition, the samples for the data instruments identified are also discussed.
This section concludes with a description of how the data collected is analysed. Both
primary and secondary data are collected for this research.
3.4.1 Primary Data
Primary data can also be called ‘raw data’ (Collis & Hussey, 2005). It is called raw data
because it is information collected by the person doing the research (Bryman & Bell,
2011). This type of information does not exist in the public domain, i.e. it is created by
the researcher or investigator. Primary data collection is useful for several reasons: it is a
useful way of generating fresh insights into research problem; its originality; and its
practicality. Essentially, primary data enhances a researcher’s ability to contribute fresh
knowledge and ideas to a discipline. Irrespective of its advantages, there are some
disadvantages of primary data: it is expensive to collect; it involves a rigorous process
especially given underlying ethical considerations; and it is takes a considerable amount
of time to collect (Saunders et al., 2005).
The primary data used in this research is collected using the following instruments:
interviews and surveys. The sample for the interviews consists of only employees of
Multichoice Nigeria. In total, four interviews are conducted. The two of the employees
are sales and marketing officers while two are customer service representatives. The
interviews are conducted in the company’s office over a period of three days. Each
interview took between 30 and 35 minutes. The purpose of the interviews is to identify
the CRM techniques used by Multichoice. Furthermore, the interviews show how
Multichoice deploys its CRM processes and how it measures their effectiveness with
respect to enhancing customer loyalty.
The survey instrument was designed with respect to some of the variables –such as
service quality- identified in the conceptual framework for the research (see section 2.5).
In addition to the conceptual framework, aspects of the SERVQUAL model are taken into
consideration in designing the survey instrument. Likert type scales are also used in
designing the survey instrument. The sample for the surveys mainly consists of
subscribers of Multichoice’s pay-TV services. Based on preliminary investigations, this
company has about 5 million subscribers (multichoice.co.za). In order to access these
subscribers, the researcher visited one of the company’s offices in Lagos State. Over a

30
period of 3 days, the researcher circulated the self-administered questionnaires to
customers as they came to renew their monthly subscription. Over this period, a total of
58 questionnaires out of the 65 questionnaires were circulated and filled by the
company’s customers representing 89% response rate. When reviewing the filled
questionnaires, the researcher discovered that 3 were incorrectly filled. Consequently,
only 55 questionnaires are used in this research.
3.4.2 Secondary Data
Secondary data, unlike primary data, mainly consists of information that already exists in
public sources (Bryman & Bell, 2011). It mainly consists of information that other people
or researchers have collected. Although it is collected by other people, it can still be
useful in research. The literature review chapter of this research demonstrates the
importance of secondary data. For instance, reference can be made to studies carried
out by people when analyzing primary data. This is the case in this research as
triangulation techniques are used to further make sense of results obtained from the
analysis of feedback from the questionnaire respondents and interviewees. The
secondary data used in this research was obtained from a variety of sources, such as
academic textbooks, academic journal articles, articles in financial newspapers and
business magazines, and the corporate website of Multichoice.
It is necessary to note that secondary data has its advantages and disadvantages.
Among the advantages of secondary data are: it is takes less time to collect (i.e. no need
for excessive rigor in accessing and using secondary data); it is less expensive to collect
compared to primary data; and it supports analysis of primary data especially during
interpretation. The next section explains how the primary data collected for this research
is analyzed.
3.4.3 Data Analysis
As indicated earlier, the primary data used in this research are collected using structured
interviews and questionnaires. The analysis of the interviews involved the following
framework on a question-by-question basis: presentation of feedbacks from all of the
interviewees; interpretation of the feedbacks with a view to understanding content and
identifying key themes (i.e. thematic analysis); and examining results from the interview
feedbacks using results from the review of relevant literature in chapter 2. After
responses to all the questions in the interview guide have been analysed, a concluding
section highlights the key findings from analyzing the interviews.
As mentioned earlier, only 55 questionnaires are used in this research. Descriptive
statistics are used to analyse the responses to the questionnaires. Tables are used to
quantify responses to the questionnaires using frequencies and percentages. Bar charts

31
are used to illustrate the frequencies for key options listed in the questionnaire. The
results from the questionnaire analysis are further interpreted with reference to results
from the review of literature. The results from analyzing the interviews and
questionnaires are used to draw conclusions and recommendations for this research.
3.5 Sampling Considerations
Sampling is simply the process of a selecting a group or sub-group from a population
(Collis & Hussey, 2005). The idea behind sampling is that the sub-sample selected is
representative of the population from which it is chosen (Saunders et al., 2005).
Essentially, by studying the sub-group, the researcher or investigator can understand
characteristics of a population. In this research, the population of interest is service-
based businesses. Multichoice is representative of service-based businesses and as such,
by studying it, the researcher hopes to understand how CRM can enhance customer
loyalty in the service sector. In this regard, it is clear that the purposive sampling
technique is used, i.e. using Multichoice as yardstick for understudying CRM in the
service-based sector.
The other levels of sampling in this research concern the process of selecting the
interviewees and questionnaire respondents. In selecting the interviewees, the
researcher also applies purposive sampling. Given the subject matter of this research,
the researcher deems it fit to only interview employees whose job responsibilities are
closely linked with customers. Consequently, only those whose jobs deal with marketing,
sales and customer service form the sample for the interviews. 4 employees of
Multichoice are interviewed: 2 sales/marketing officers; and 2 customer service
representatives. On the other hand, random sampling is used to select the sample for
the questionnaires. With random sampling, every subscriber of Multichoice’s pay-TV
services has an equal chance of being selected to form the survey sample. The process
of selecting the sample for the questionnaire is such that the researcher when to one of
the company’s offices in Lagos state and shared the questionnaires as customers walked
in to renew their monthly subscription. As mentioned earlier, 58 questionnaires were
returned out of the total of 65. Out of the 58 questionnaires, only 55 were used since 3
were incorrectly filled. At this point, it is essential to discuss the issues of validity,
reliability and generalizability in this research. This is done in the next section.
3.6 Validity, Reliability & Generalizability
Validity deals with how accurately a test measures what it is supposed to measure (Collis
& Hussey, 2005). In this research, construct validity was applied especially during the
data collection stage of this research. For one, the sample for the interviews only
consisted of employees whose jobs make them interface with Multichoice’s customers.
The use of purposive sampling improved the validity for this study’s findings.

32
Bryman & Bell (2011) note that reliability concerns the degree to which a measurement
or assessment instrument generates stable and consistent findings. The issue of
reliability in this research is addressed in the techniques used to analyse responses to
the questionnaires distributed to Multichoice’s customers. Descriptive statistics –
frequencies, percentages and bar charts- is used to analyse the questionnaires.
Generalizability basically concerns the extent to which a study’s results can be applied
broadly to the target population (Saunders et al., 2005). Results from the analysis of the
questionnaires should serve as an indication as to the level of customer satisfaction at
Multichoice Nigeria. This is because the randomly-selected 55 respondents are
representative of Multichoice’s customers.
3.7 Limitations of the Research
The research process can be fraught with difficulties that may affect its smooth progress,
especially regarding realizing objectives. These difficulties characterize the study’s
limitations. One of the limitations of this research concerns the data collection process.
For instance, only four employees of Multichoice are interviewed for this research. The
sample size of the interview participants can be perceived as too small or limited to be
able to generalize this study’s findings. Although the sample size for the interviews is
small, it should be noted that the case study approach is used in this research.
Furthermore, in the Multichoice branch where data is collected for this research, there
are a total of 14 employees so the 4 employees interviewed are representative. Given
the profile of the interviewees, results from the interviews proved useful in
understanding Multichoice’s CRM processes.
Another limitation of this research concerns the sample size for the survey. As noted
earlier, only 55 customers of Multichoice were sampled in the survey. Considering that
Multichoice controls 50% of the pay-TV market in Nigeria, the sample size for the survey
can be perceived as too limited to be representative. The focus on only one branch of
Multichoice is informed by the strict timelines for concluding this research (National
Institute of Marketing Nigeria, 2012). Another limitation of this research concerns the
use of only one case study in exploring the relationship between CRM and customer
loyalty. Again, this situation can affect the capacity to generalize the results of this
research.
3.8 Ethical Considerations
Ethics is a critical consideration for the research process. In the absence of ethical
considerations, the validity and reliability of a study’s results or conclusions can be
called into question (Collis & Hussey, 2009). There are ethical norms in the research
process, especially when primary data collection is involved. Following the design of the

33
data collection instruments (i.e. interview guide and survey), supervisory approval was
first obtained before their application. In developing the data collection instruments, the
researcher conducted pilot sessions to test and fine-tune the questions in the interview
guide and questionnaire.
Again, before the interviews were carried out, consent forms were signed by the
interviewees. Signing the consent forms confirms the voluntary nature of their
participation. Furthermore, during the interview sessions, the researcher took significant
steps to ensure that the interviewees were not coerced into volunteering any
information that they preferred not to. The researcher ensured that honesty and
integrity were applied in interactions with the interviewees and survey respondents.
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
4.1 Introduction
In this chapter, attention is devoted to presenting, analyzing and interpreting the data
collected for this research. Specifically, the data collected for this research mainly
comprised of interviews and surveys. The sample for the interviews mainly consists of
employees in one the branch offices of Multichoice Nigeria. On the other hand, the
sample for the surveys mainly consists of customers or subscribers of Multichoice
Nigeria’s pay-TV services. This chapter begins with the presentation and analysis of
feedback from the interviews conducted.
4.2 Presentation and Analysis of Feedbacks from the Interview Sessions
In this section, feedbacks from the interviewees are presented and analysed. In total,
four interviews are conducted. The two of the employees are sales and marketing
officers while two are customer service representatives. The questions posed to the

34
interviewees can be cited in the interview guide (see Annex A). The full transcript of the
interviews is outlined in Annex B. The methodology used to present and analyse the
interviews –on a question-by-question basis- is as follows: [1] feedback from each of the
interviewees to each question is presented; [2] based on responses, a central theme is
identified, i.e. thematic analysis; and [3] the central theme is further cross-referenced
with results from the literature review chapter. In line with the need to keep the
identities of the interviewees confidential, the two sales and marketing officers are
identified as follows: SMO1 and SMO2. On the other hand, the customer service
representatives are identified as follows: CSR1 and CSR2. The full transcript of the
interviews is located in Annex C.
4.2.1 Multichoice Nigeria’s Approach to Customer Relationship Management
(CRM)
The first question posed to the four interviewees is as follows: “how would you describe
Multichoice’s approach to customer satisfaction?” The analysis of responses given by the
interviewees is as follows:
Analysis:
On the question concerning Multichoice Nigeria’s approach to CRM, majority of the
responses provided by interviewees point to the role of IT in the deployment of
customer relationship management systems. For instance, CSR1 noted that, “IT has
enabled us to adopt a customer-driven approach to CRM deployment in Nigeria.
Through our online payment platforms and self-service systems, we collect useful
information about our subscribers. We categorize this information and deliver target-
driven marketing activities to our different subscribers”. Essentially, it appears that
Multichoice Nigeria employs IT systems in providing quality and personalized services to
its different subscribers. The use of online payment platforms, self-service systems and
call centers enables Multichoice Nigeria to interact with its subscribers. Through these
systems, Multichoice also collects data about its subscribers. In analyzing this data,
Multichoice is able to deliver targeted driven marketing to its subscribers. CSR3
indicated that there is a people management dimension to Multichoice Nigeria’s CRM
approach. This entails proper training of customer service representatives so that they
are in a position to satisfy customers that visit any of Multichoice’s branches.
Based on the information provided by the interviewees, two key themes emerged as it
concerned Multichoice Nigeria’s CRM approach namely: [1] role of IT; and [2] role of
human resources. With respect to the role of IT, self-service payment systems, online
payment platforms, and call centers provide the channel or means through which
Multichoice generates and keeps data about its different subscribers. IT systems have
led to the growing popularity of big data given that these systems generate

35
considerable information about customers. What is clear from this observation is that IT
has created a data-driven approach to CRM.
The other aspect to Multichoice Nigeria’s CRM approach is the role of human resources
in the delivery of quality services. Despite the growing role of IT in delivering services
and interacting with customers, human beings are still important. On many occasions,
human beings are needed to interface with customers. This represents the human side
of customer relationship management. This is the reason why Multichoice Nigeria
invests considerably in the training of its staff, especially its sales staff and customer
service representatives. Long et al., (2013:250) indicate that, “the behavior of employees
will probably have a significant effect on customer satisfaction and customer retention
especially as employees are responsible for outcomes such as, speed of responding to
customers’ queries, customer perceptions of how they have been treated, customer
satisfaction levels, and customer loyalty.
4.2.2 Delivering Value to Customers during Service Delivery
The second question posed to the interviewees is as follows: “what steps are taken by
your organization to provide considerable value to your customers in the delivery of
your services?” The analysis of responses given by the interviewees is as follows:
Analysis:
Based on the responses given by the four interviewees, it is clear that central to
Multichoice Nigeria’s approach of delivering value to customers in service delivery
borders on the issue of price and value. Essentially, SMO2, CSR1, and CSR2 indicated
that subscribers of Multichoice get many channels for the amount they pay in monthly
subscriptions. For instance, premium subscribers get about 55 channels –movie
channels, news channels, sports channels- for the sum of N16,000. Essentially, offering
more channels for less cost is the method or approach used by Multichoice Nigeria to
deliver considerable value to its subscribers. Furthermore, SMO2 and CSR1 indicated
that the offering a diverse range of TV channels is central to enhancing the loyalty of
subscribers. SMO1 also noted that Multichoice Nigeria employs IT systems to deliver
considerable value. The use of IT systems mainly concerns the issue of convenience in
resolving technical difficulties and making subscription payments.
4.2.3 Developing and Sustaining Relationships with Customers
The third question posed to the four interviewees is as follows: “how does your
organization go about developing and sustaining relationships with its customers?” The
analysis of responses given by the interviewees in response to this particular question is
as follows:

36
Analysis:
Responses from the four interviews demonstrated the manner that Multchoice Nigeria
goes about developing and sustaining relationships with customers. For instance, CSR2
noted that, “The feedback we receive from our self-service portals, call centers, our
social media platforms plays a critical role in developing and sustaining relationships
with our subscribers. Through these customer touchpoints, we collect sufficient data
about our subscribers”. One of the ways that Multichoice Nigeria develops and sustains
relationships with its subscribers is through its social media platforms, i.e. Facebook,
Twitter etc. Through these platforms, the company communicates and responds quickly
to issues raised by subscribers. In fact, the company has a dedicated social media team
that assumes responsibility over communications on its social media platforms. Social
media is increasingly becoming a strategic and popular channel of communication
between people and as such, companies ought to exploit this channel of
communication to closely interface with its customers. Social media affords the
opportunity for companies to offer personalized communication with their customers.
Furthermore, call centers and SMS text messages are used to keep close tabs on
subscribers. Through these media, subscribers are kept informed about their accounts
and also sent reminders before they expiry of their monthly subscription.
Another way that Multichoice Nigeria develops relationships with customers is by
fulfilling its value proposition to its subscribers. Multichoice does this by offering
subscribers a broad array of channels and alternatives in the areas of movies, news, and
sports. For instance, Multichoice Nigeria has the sole rights to televise live Barclays
Premier League and the Nigeria Premier League football matches. These are among the
benefits of being a Multichoice subscriber. Fulfilling the value proposition to customers
is fundamental to developing sustainable relationship with customers.
4.2.4 Measuring the Effectiveness of Customer Relationship Management
Approaches
The fourth question posed to the four interviewees is, “how do you measure the
effectiveness of your customer relationship management approaches?” The analysis of
responses given by the interviewees is as follows:
Analysis:
Based on the responses given by the four employees of Multichoice Nigeria, it is clear
that Multichoice Nigeria measures the effectiveness of its CRM initiatives by collecting
and analyzing data from customers. CSR1 specifically noted that effectively measuring
the effectiveness of CRM initiatives is largely dependent on the availability of data from
customers. This data is sourced from customers through paper-based customer

37
feedback surveys, online surveys, and responses provided on Multichoice Nigeria’s
social media platforms. The design of the data collection instrument is very important as
it supports targeted data collection across a range of relevant variables or parameters.
The process of measuring the effectiveness of CRM and service quality initiatives does
not just end with data collection; analyzing and interpreting the data collected is equally
critical. With regards to data analysis, CSR1 noted that Multichoice Nigeria has a
strategy department that analyses the data collected from customers using statistical
software. This approach represents the analytical side of CRM.
4.2.5 CRM Approaches and Customer Loyalty
The fifth question posed to the interviewees is as follows: “to what extent have your
CRM approaches been successful in maintaining the loyalty of your subscribers?” The
analysis of responses given by the interviewees is as follows:
Analysis:
Based on the responses given by the four interviewees, it is clear that the Multichoice
Nigeria’s CRM initiatives have been effective or successful in enhancing customer
loyalty. Some of the interviewees provided evidence to show that this is the case. For
instance SMO2 indicated that Multichoice Nigeria’s customer satisfaction levels
increased by 10% year on year. Furthermore, CSR2 noted that Multichoice Nigeria’s
market share increased by 9% between the years 2013 and 2014. Since this is the case, it
is fair to conclude that Multichoice Nigeria’s CRM initiative has been effective in
enhancing the loyalty of its customers.
Khaligh et al.,(2012) investigate the effect that customer relationship management has
on customer loyalty. Their investigation shows that commitment of management is
critical for effective implementation of CRM activities. Aaker (1997) notes that when a
firm has customers who are loyal, the company gains market share together with
diminished costs. According to the study by Bhattacharya (2011:47), “in addition to
improving profitability, CRM decreases costs since it encourages the collection and use
of data from internal and external origins such as customer service department, sales
department, procurement department, strategy department etc.
4.3 Analysis of Responses to the Questionnaire
In this section, attention is devoted to presenting and analyzing the responses to the
questions posed in the questionnaire. The questionnaires were only distributed to a
selection of Multichoice Nigeria’s subscribers. The sample questionnaire can be cited in
Annex B. As noted in the methodology chapter, descriptive statistical techniques are
used to analyse the responses to the questionnaires.

38
4.3.1 Gender Profile of the Respondents
The first question concerns the gender profile of the respondents. The first question is
designed to ascertain how many of the respondents are male and how many are
women. The responses to this particular question are as follows:
Table 2: Gender Profile of the Respondents
Frequencies Percentages (%)
Male 38 69%
Female 17 31%
Total 55 100%
Figure 3: Gender Profile of the Respondents
Analysis:
0% 10% 20% 30% 40% 50% 60% 70%
Male
Female
Gender Profile of the Questionnaire
Respondents
Male
Female

39
Based on the responses given, majority of the respondents are male. 69% of those
sampled in this questionnaire are male while 31% of them are female. Although this
information bears no significant relevance in this research, it is still necessary to
disaggregate the respondents based on their demographic profile.
4.3.2 Nature of Account Maintained by the Respondents
The second question posed to the questionnaire respondents is: “what type of account
do you maintain?” The responses given by the respondents are as follows:
Table 3: Type of Account Maintained by the Respondents
Frequencies Percentages
Standard 15 27%
Premium 18 33%
Extra View 22 40%
Total 55 100%
Figure 4: Nature of Account Maintained by the Respondents
0% 10% 20% 30% 40%
Standard
Premium
Extra View
Type of Account Maintained by the
Respondents
Standard
Premium
Extra View

40
Analysis:
Based on the responses received, majority of the respondents are on the ‘extra view’
subscription, i.e. 40% of the respondents are on ‘extra view’, 33% are on ‘premium’
subscription, and 27% of the respondents are on ‘standard’ subscription (see Table 3). At
this point, it is essential to note that the only ‘extra view’ and ‘premium’ subscribers can
watch live matches from the following football leagues: Barclays Premier League;
Spanish La Liga; Italian Serie A; and the Nigerian Premier League.
4.3.3 Satisfaction with the Level of Services Offered by Multichoice Nigeria
The third question posed to the subscribers of Multichoice Nigeria is as follows: “I am
happy with the level of services offered by Multichoice”. The responses provided by the
respondents are as follows:
Table 4: Satisfaction with Services Offered by Multichoice Nigeria
Frequency Percentage (%)
Strongly Disagree 5 9%
Disagree 10 18%
Neutral 3 5%
Agree 14 25%
Strongly Agree 18 33%
Total 55 100%
Figure 5: Satisfaction with the Services Offered by Multichoice Nigeria
0% 5% 10% 15% 20% 25% 30% 35%
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Satisfaction with the Level of Services
Offered by Multichoice
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

41
Analysis:
Based on feedback from the respondents, majority of them strongly agree that they are
happy with the level of services offered by Multichoice Nigeria, i.e. 33% of the
respondents (see Table 4). The next majority view is that 25% of the respondents agree
that they are happy or satisfied with the level of services offered by Multichoice Nigeria.
What is clear from these responses is that majority of Multichoice Nigeria’s subscribers
seem happy with the level of services offered. Service quality and customer satisfaction
are crucial to customer loyalty and customer retention. Overall, results from this
particular analysis suggest that the CRM initiatives of Multichoice Nigeria have been
effective in terms of customer satisfaction and loyalty.
4.3.4 Multichoice’s Relationship with its Customers
The fourth question posed to the questionnaire respondents concerned the nature of
relationship that Multichoice Nigeria has with its customers. The fourth question posed
to the respondents is as follows: “Multichoice has an excellent relationship with its
customers”. Their responses are as follows;
Table 5: Assessment of Multichoice’s Relationship Management
Frequency Percentage (%)
Strongly Disagree 3 5%
Disagree 6 11%
Neutral 4 7%
Agree 27 49%
Strongly Agree 15 27%
Total 55 100%
Figure 6: Perceptions of Multichoice’s Relationship with Customers

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